Discovering the River Thames
C
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Unless otherwise noted, this work is licensed under a
Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International (CC
BY-NC-SA 4.0)
license. Feel free to use, modify, reuse or redistribute any portion of this presentation.
L
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a
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Upon successful completion of this chapter, you will be able to:
●
Identify the communication patterns in the supervisor-subordinate relationship.
●
Describe the function and types of peer co-worker relationships.
●
Explain the process of friendship development and strategies for disengagement.
●
Define and provide examples of sexual harassment in the workplace, as well as
strategies for how to eliminate it.
●
Recognize the potential challenges and benefits of work in teams compared to as
individuals.
●
Describe different positive and negative team roles.
●
Explain the relationship between status and power in groups.
●
Review qualities of toxic leadership and strategies to handle working with a toxic
leader.
●
Explore strategies for cultivating a positive group climate.
●
Compare cooperative and collaborative group work.
●
List the process of problem solving in teams.
●
Summarize strategies for improving group decisions.
5
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Although some careers require less interaction than others, all jobs
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5
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When a manager selects a team for a particular project, its
success depends on its members filling various positive roles.
There are a few standard roles that must be represented to
achieve the team’s goals, but diversity is also key.
5
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Reorder
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Comic Relief
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Nothing good comes of toxic leadership. Employees just
aren’t productive when fearing abuse from their managers or
worrying about the their leadership running the operation into
the ground.
5
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1.
Participation.
2.
Messages.
3.
Feedback.
4.
Equity.
5.
Clear and accepted roles.
6.
Motivation.
5
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Teams made up of
diverse members tend to
perform better than teams
of similar backgrounds.
Image: wocintech, Women of Color in Tech,
Flickr
,
CC BY 2.0
.
5
.
5
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Remember that a complete
lack of conflict in a group is a
bad sign, as it indicates either
a lack of activity or a lack of
commitment on the part of the
members (Ellis & Fisher,
1994).
Photo by
Afif Kusuma
on
Unsplash
5
.
5
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As well as being able to handle conflict when it arises, teams need to develop
ways of preventing conflict from becoming damaging. Team members can learn
skills and behavior to help this.
Image by
Tumisu
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Pixabay
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When conflict does arise, here are some techniques for managing conflict in group
interactions:
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“Test the waters” for new ideas without making it seem that you’re so attached to
them that you’ll fight to impose them on others.
●
If an ego clash erupts, see if you can identify something that the disagreeing
individuals
can
agree on. Perhaps this will be a superordinate goal. It could also be a
common opposing force, since the idea that “my enemy’s enemy is my friend” can
serve to bind people together.
●
Employ active listening. Strive to fully understand other people’s viewpoints before
stating your own.
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If people’s comments meander to topics that aren’t germane, steer the discussion
back to the key issues under discussion.
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The supervisor-subordinate relationship includes much information exchange that usually
benefits the subordinate.
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People engage in workplace relationships for several reasons:
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There are three different types of workplace relationships
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Workplace relationships can transform into friendships.
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Group members can occupy a number of roles
●
Toxic leadership can impair team effectiveness.
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Status can be defined as a person’s perceived level of importance or significance within a
particular context.
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Group climate refers to the relatively enduring tone and quality of group interaction that is
experienced similarly by group members.
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Cooperation occurs when each group member completes their assigned tasks.
●
There are many ways for groups to approach problem solving and decision-making
●
Groups can make better decisions than individuals because group members can contribute
more knowledge and a diversity of perspectives.
●
Developing cultural intelligence skills can help individuals manage cultural differences when
working in diverse teams.
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CONFLICT MANAGEMENT CHAPTER 5: INTERPERSONAL RELATIONSHIPS AND GROUP DYNAMICS Unless otherwise noted, this work is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International (CC BY-NC-SA 4.0) license. Feel free to use, modify, reuse or redistribute any portion of this presentation.
Learning Outcomes Upon successful completion of this chapter, you will be able to: Identify the communication patterns in the supervisor-subordinate relationship. Describe the function and types of peer co-worker relationships. Explain the process of friendship development and strategies for disengagement. Define and provide examples of sexual harassment in the workplace, as well as strategies for how to eliminate it. Recognize the potential challenges and benefits of work in teams compared to as individuals. Describe different positive and negative team roles. Explain the relationship between status and power in groups. Review qualities of toxic leadership and strategies to handle working with a toxic leader. Explore strategies for cultivating a positive group climate. Compare cooperative and collaborative group work. List the process of problem solving in teams. Summarize strategies for improving group decisions.
5.1 Interpersonal Relationships at Work I Although some careers require less interaction than others, all jobs require interpersonal communication skills.
5.1 Interpersonal Relationships at Work II Supervisor-Subordinate Relationships The supervisor-subordinate relationships can be primarily based in mentoring, friendship, or romance and includes two people, one of whom has formal authority over the other. Image by StartupStockPhotos from Pixabay
5.1 Interpersonal Relationships at Work III Co-worker Relationships According to organizational workplace relationship expert Patricia Sias (2009), peer co- worker relationships exist between individuals who exist at the same level within an organizational hierarchy and have no formal authority over each other. Photo by Brooke Cagle on Unsplash
5.1 Interpersonal Relationships at Work IV Types of Co-worker Relationships
5.1 Interpersonal Relationships at Work V Sexual Harassment According to Provision 241.1 of the Code, sexual harassment means any conduct, comment, gesture or contact of a sexual nature that is likely to cause offence or humiliation to any employee, or that might, on reasonable grounds, be perceived by that employee as placing a condition of a sexual nature on employment or on any opportunity for training or promotion.
5.2 Small Group Dynamics I A high-functioning, cohesive, and efficient team is essential to workplace productivity anywhere you have three or more people working together. Effective teamwork means working together toward a common goal guided by a common vision, and it s a mighty force. Photo by Jason Goodman on Unsplash
5.2 Small Group Dynamics II Positive and Negative Team Roles When a manager selects a team for a particular project, its success depends on its members filling various positive roles. There are a few standard roles that must be represented to achieve the team s goals, but diversity is also key.
5.2 Small Group Dynamics III Positive Group Roles 1. Initiator 2. Elaborator 3. Coordinator 4. Evaluator-critic 5. Reorder 6. Comic Relief
5.2 Small Group Dynamics IV Negative Group Roles 1. Dominator 2. Recognition Seeker 3. Special interest-pleader 4. Blocker 5. Slacker 6. Joker or clown
5.2 Small Group Dynamics V Toxic Leadership in Groups Nothing good comes of toxic leadership. Employees just aren t productive when fearing abuse from their managers or worrying about the their leadership running the operation into the ground.
5.2 Small Group Dynamics VI Cultivating a Supportive Group Climate Qualities that contribute to a positive group climate. Participation. Messages. Feedback. Equity. Clear and accepted roles. Motivation. 1. 2. 3. 4. 5. 6.
5.3 Collaboration, Decision-Making and Problem Solving in Groups I Cooperation and Collaboration In The Construction of Shared Knowledge in Collaborative Problem Solving, Roschelle and Teasley define cooperative group work as the division of labour among participants, as an activity where each person is responsible for a portion of the problem solving and collaborative work is a coordinated, synchronous activity that is the result of a continued attempt to construct and maintain a shared conception of a problem (1995, p. 70).
5.3 Collaboration, Decision-Making and Problem Solving in Groups II Steps in the decision- making process
5.4 Working in Diverse Teams I Decision-making and problem-solving can be much more dynamic and successful when performed in a diverse team environment. The multiple diverse perspectives can enhance both the understanding of the problem and the quality of the solution.
5.4 Working in Diverse Teams II The Benefits of Team Diversity Teams made up of diverse members tend to perform better than teams of similar backgrounds. Image: wocintech, Women of Color in Tech, Flickr, CC BY 2.0.
5.5 Conflict Management Strategies for Groups and Teams I Conflict in Groups and Teams Remember that a complete lack of conflict in a group is a bad sign, as it indicates either a lack of activity or a lack of commitment on the part of the members (Ellis & Fisher, 1994). Photo by Afif Kusuma on Unsplash
5.5 Conflict Management Strategies for Groups and Teams II Preventing Conflict in Groups As well as being able to handle conflict when it arises, teams need to develop ways of preventing conflict from becoming damaging. Team members can learn skills and behavior to help this. Image by Tumisu from Pixabay
5.5 Conflict Management Strategies for Groups and Teams III Managing Conflict in Groups When conflict does arise, here are some techniques for managing conflict in group interactions: Test the waters for new ideas without making it seem that you re so attached to them that you ll fight to impose them on others. If an ego clash erupts, see if you can identify something that the disagreeing individuals can agree on. Perhaps this will be a superordinate goal. It could also be a common opposing force, since the idea that my enemy s enemy is my friend can serve to bind people together. Employ active listening. Strive to fully understand other people s viewpoints before stating your own. If people s comments meander to topics that aren t germane, steer the discussion back to the key issues under discussion.
5.6 Key Takeaways The supervisor-subordinate relationship includes much information exchange that usually benefits the subordinate. People engage in workplace relationships for several reasons: There are three different types of workplace relationships Workplace relationships can transform into friendships. Group members can occupy a number of roles Toxic leadership can impair team effectiveness. Status can be defined as a person s perceived level of importance or significance within a particular context. Group climate refers to the relatively enduring tone and quality of group interaction that is experienced similarly by group members. Cooperation occurs when each group member completes their assigned tasks. There are many ways for groups to approach problem solving and decision-making Groups can make better decisions than individuals because group members can contribute more knowledge and a diversity of perspectives. Developing cultural intelligence skills can help individuals manage cultural differences when working in diverse teams.
